Welcome everyone, and thank you for your time today. It&apos;s a pleasure to be here. I appreciate this opportunity to talk about KODAK’s Channel Momentum, and to tell you a little bit about what Kodak is doing with our channels and what we are doing to help be the best partner and help channels be successful. It’s impossible to go over everything Kodak is doing, so today I’ll be giving you a quick overview of who we are, what we are doing, and share a few examples.

(Review the agenda)

Fierce competition Need to position the Kodak value proposition at the business and strategy levels to align Kodak&apos;s and the channel&apos;s business strategies. Shift focus from &quot;you must ...&quot; to &quot;grow the pie&quot; Sustain and build channel loyalty through identifying and capturing incremental revenue streams. Sharpen focus of channels on end customer segments and Kodak solutions. Help channels to transition to new technology. Seize the initiative and grow the business. Deploy best practice channel management and consistent go-to-market planning processes, methods and tools. (THIS IS RELEVANT TO KODAK, NOT CHANNELS) Engage channels proactively in a high quality joint go-to-market and sales engagement planning.

Trust Provide honest advice Keep commitments Take the lead Bring business opportunities Shared Knowledge Focus on Business Advantage Not just information Two way sharing Critical to agreed to goals Enables trust Innovation Bring New Value to the relationship Leverage core competencies Enlarge the Pie Don’t rely on past successes Agreed Goals Share vision of with real value Have focus and clarity Feeling of purpose and unity Metrics for success Clear roles and responsibility Balance of Returns Clear about investments Share success Short term vs. long term

Broadly, our intent is not to simply to emerge from Chapter 11, but to emerge even stronger – being global, profitable, sustainable, and responsible – in the core commercial businesses that will represent Kodak going forward.

The strategy of that core company – of Kodak Today – is to: - Lead change in commercial print and publishing markets with digital print solutions, while expanding and leveraging our leadership position in offset. - Drive and accelerate long-term growth in sustainable printing. - Build a services portfolio that adds value to enterprise content.

We are confident we will deliver on that strategy, because we have strengths to deliver on it. First of all, we have a portfolio that addresses the current and future needs of the marketplace. - Our digital printing solutions are helping transform markets traditionally served by analog solutions. - Our solutions in packaging and functional printing are addressing evolution in those large and growing markets. - And we have a number of annuity based businesses and services that support customers in these and other areas.

Sell KODAK products and benefit from: Increased Revenue Potential – Aggressive discount and performance programs available. Customer Loyalty and Satisfaction - Including service with an equipment sale gives your customers an ongoing total solution to their business needs. Sustained Source of Differentiation and Customer Contact – Within today&apos;s complex technology sector, KODAK Service &amp; Support sets you apart with high-tech expertise. The Leverage of Kodak&apos;s Infrastructure – KODAK Service &amp; Support is backed by a depth of resources - including people, systems, and tools. KODAK Service &amp; Support is backed by a depth of resources - including people, systems, and tools. Education and training programs – available to learn how to sell service for storage systems. Marketing programs and business development funds – available for Distributors and resellers of KODAK Service &amp; Support, includes support in development of an integrated marketing communications plan to grow your service business.

3.
Is your organization ready?
Fierce competition is driving the need to …
Align our business strategies and shift the focus from "you must ..." to
"grow the pie"
Identify and capture incremental revenue streams
Sharpen focus on end customer segments and the breadth of solutions
they require
Transition to new technology – seize the initiative and grow the business
Engage proactively in high quality, joint go-to-market and sales
engagement planning

7.
Definition of partnership
Partnership
TrustTrust Shared
Knowledge
Focus on
business
advantage
Shared
Knowledge
Focus on
business
advantage
Innovation
Bring “New
Value” to the
relationship
Innovation
Bring “New
Value” to the
relationship
Agreed
Goals
Shared vision
with clarity
and focus
Agreed
Goals
Shared vision
with clarity
and focus
ROI
Short and long
term return
ROI
Short and long
term return